Organisational Behaviour Case Study

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Meyer and Allen (1991) proposed a three-component model that an employee will remain with an organisation because they want to (affective), have to (continuance) or are compelled to (normative).

Organisational commitment is characterised by three related factors (Baker et al.): •A strong belief in organisational goals and values
A willingness to exert considerable effort to achieve those goals •A strong desire to maintain membership

Fran’s organisational commitment is low at best. As she is not made aware of any goals or values, any effort to achieve them is difficult and her desire to remain in the organisation declines steadily.

Moreover, Fran experiences continuance commitment, trapped by the knowledge that a meagre five month tenure would not look good to future employers.

At the time of her dismissal, Fran is emotionally exhausted and inherently stressed.


Russell’s (1980) valence-arousal model highlights a bipolar valence dimension ranging from positive (happy) to negative (sad) emotions and an orthogonal arousal dimension ranging from emotions low in arousal such as calm to high in arousal such as tense (Larson & McGraw, 2011).

Fran’s emotions change during her time at Dairy Engineering.

Initially Fran’s emotions are within the high activation/positive quadrant of the circumplex model. She is enthusiastic to be leaving university to gain practical experience and earn an above average starting salary.

After discovering the job isn’t everything she hoped for, Fran’s emotions move into the low activation/negative quadrant. Fran is unhappy with the menial duties and bored due to having very little to do.

Fran transitions briefly back to a high activation/positive emotional state when she enjoys a workshop opportunity and a chance to mix with experienced managers.

Unfortunately for Fran however, it is short lived and she finds...
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